#44 - Delegate until it feels uncomfortable...!
14 Jan 25
Delegation is not an easy skill to learn. But it is essential if you want a future team which consists of capable people.
It is so easy to dump low value tasks on others because of time pressures. But very soon, you won't have any staff to delegate to, as they will undoubtedly leave!
So you must ensure that delegated tasks are mapped to the right person in your team who is able to provide the most value for that specific task.
Resist the urge to do it yourself. Nobody benefits from that.
Invest in your people and they will show you what they can do!
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#44 - Delegate until it feels uncomfortable...!
What?
Everyone understands what is meant by the verb 'to delegate', but do they really know what it means?
For the avoidance of doubt it means 'to entrust (a task or responsibility) to another person, typically one who is less senior than oneself!'
I would just like to draw attention to the opening descriptor 'to entrust' which means to 'assign responsibility to...'
The theory is all well and good, but how many of us actually embrace the concept of delegation in our everyday lives?
How many of us truly believe that we are great delegators?
The art of delegation is one of the most powerful techniques that can be used to get things done collaboratively. It is also one of the best ways, if done properly, that can be used to develop people too.
And yet, the majority of us are dreadful at it?
Why?
To understand why delegating tasks is not done optimally is to understand the pressures associated with a 21st Century working environment.
Time has always been money but even more so nowadays. Coupled with a reluctance by leaders to hand off tasks to subordinates, lest they fail, it's a recipe for disaster.
The consequences of failure appear too high.
Within an environment which leaves little time for considered staff development, it's no wonder that the art of delegation has suffered.
The time it takes a leader to develop a subordinate properly, means that many leaders have adopted the 'do it yourself' approach.
Similarly, easier tasks which would allow skills to be developed or honed through considered delegation, are often replaced with low level 'dumping' activities. These do not facilitate opportunities for growth at all.
Of course it is short term thinking, and the person that suffers most is the report that isn't being given an adequate opportunity to show their boss what they've got!
Consequently, the boss ends up doing the most valuable tasks because 'it's quicker to do it myself!'
This situation is a great shame and doesn't bode well for anyone aspiring to be a future leader.
How?
So how should it be done?
The Navy taught me the overarching principle of delegation:
'Delegate until it feels really uncomfortable. Then delegate some more!'
It's a sound guideline which has guided me for all of my working life. But the truth is that delegation needs to be done intelligently.
It needs to be carefully thought about and tailored to the recipient to get the most out of it.
To start with, three components should be considered prior to delegating tasks to someone:
- What is the commitment of the person? Are they 'all in' or not? This is important since it will dictate the level of application and ownership they will apply to their work,
- What is their actual competency level? This dictates the complexity of the task to be delegated. How much coaching will they require from you to enable them to fulfil the task?
- What is the consistency of their output? Are they known for producing high quality work? Does the task require attention to detail and what wider visibility will it attract?
Ultimately tasks need to be matched to the person. Give them a task which is too complex or stretches them too much, it will destroy their confidence.
Give them a task which is mundane, and chances are that you will have lost their interest.
As with everything, it's a balance. But taking the time to match the right task to the right person will reap dividends in the long term.
In Summary
I hope that you enjoyed reading this newsletter and that it has given you food for thought.
Delegation is an art form for sure. It takes time and application.
Leaders must develop their team members. This is done through carefully considered delegation of tasks which are matched to the person who is likely to get the most value out of the task itself.
Neglect delegation, or do it incorrectly, and you may lose your staff completely and end up doing everthing yourself!
Have a great week!
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